Considering college students as “at-promise.”

This brief advocates for using a strengths-based “at-promise” approach to describe and support marginalized students in higher education, moving away from deficit-oriented “at-risk” terminology. It highlights the dual focus of recognizing students’ potential and institutional responsibility to remove barriers while fostering equitable and inclusive environments for success.

Moving toward institutional culture change in higher education: An exploration into cross-functional professional learning communities

This article explores the implementation of cross-functional professional learning communities (PLCs) involving faculty, staff and administrators at three different institutional types – research, urban regional, and rural regional universities – with the goal of learning about and then implementing a culture change approach to support academic and psychosocial success for historically marginalized student groups. The action research-based study explores the research question: Do cross-functional PLCs help support institution-wide culture change? And if so, how?

Rethinking traditional approaches to major and career development: The major and career ecology model.

The article addresses challenges in higher education—such as rising costs, student debt, and concerns about career readiness—and their impact on perceptions of a college degree’s value and relevance. It presents the Major and Career Ecology Model as a novel approach that re-imagines how academic programs, career development activities, and student supports are implemented to better prepare students for their future careers.

Exploring compassion fatigue and community care in student affairs.

This study examines how working in student affairs programs serving at-promise students can contribute to compassion fatigue among staff. It highlights how a supportive culture of care and mentorship within the program helps buffer staff from stress, despite challenges related to workload, institutional positioning, and high staff turnover.